Five Frogs on a Log offers readers an entertaining and no--nonsense field guide to the mergers and acquisitions jungle, packed with insight and instruction for executing corporate change and capturing shareholder value.
A riddle: Five frogs are sitting on a log. Four decide to jump off. How many are left? Answer: Five Why? Because there's a difference between deciding and doing. Written by Mark L. Feldman and Michael F. Spratt of PricewaterhouseCoopers, Five Frogs on a Log offers readers an entertaining and no-nonsense field guide to the mergers and acquisitions jungle, packed with insight and instruction for executing corporate change and capturing shareholder value. Whether you're buying another company or acquiring a new vision of the future, this book proffers an unconventional perspective and a practical, readily accessible set of solutions to the single greatest challenge facing today's managers: executing rapid transitions ion mergers, acquisitions and gut wrenching change. Designed for corporate managers and CEOs caught up in the whirlwind of change, every chapter provides accessible ideas and wisdom for navigating the most demanding business transitions. The authors offer a unique hands-on perspective based on their work with top Fortune 500 firms. As they state: "Increasingly, the companies that win are those that learn faster, act quicker and adapt sooner. They will compress time by making and executing early, informed decisions about economic value creation, ruthless prioritization and focused resource allocation. They will use these decisions to take early firm stands on management deployment, organization structure and culture. Their actions will increasingly be linked to long-term, sustained economic value creation." The advice and expertise offered in this book can be used to solve a range of operational problems from speeding up new product development to merging two businesses; from changing company culture to repositioning a business in a while new marketplace. Whatever the challenges and opportunities facing you, your company, your industry, Five Frogs on a Log will move you from deciding to doing.
Five Frogs on a Log offers readers an entertaining and no--nonsense field guide to the mergers and acquisitions jungle, packed with insight and instruction for executing corporate change and capturing shareholder value.
The business leader's guide to creating a great workplace from the Great Place to Work Institute In this follow-up guide to The Great Workplace, experts from Great Place to Work® Institute, Inc. reveal the most common excuses managers use for why they can't create a great workplace. Authors Jennifer Robin and Michael Burchell poke holes in every single excuse. Whether the reasons involve the organization's leadership, employees, environment, or any other factor, the authors explain that if managers lead people properly, they can create a great workplace. The authors explore how managers can interrupt their own negative thought patterns and instead create lasting change, and they describe how great workplaces have surmounted very real difficulties with aplomb. Includes case studies, stories, tips, and tools for managers who want to transform their organizations From the experts at the Great Place to Work, a global research, consulting, and training firm that operates in nearly 50 countries Proves that any and every organization can change for the better when managers have the right tools and mindset Creating a place where people want to work and want to succeed is the primary key to success for every manager. No Excuses shows that managers in any organization can transform their workplace—if they'll only get out of their own way first.
More than half of all mergers and acquisitions fail to meet established objectives of value creation. This book is a practical guide to further ensure the successful outcome of business M&A activities. Gendron highlights the critical issues that have historically been the foundation of poorly executed business integration processes. How these key elements are handled can make or break the integration of an acquired company. They include understanding the purpose of the transaction, capturing the learning of preliminary due diligence review efforts, and managing the personal factors that affect all employees in the merger process, including those who work for the acquiring and acquired companies. Once these basic issues have been considered, the integration team should focus on culture, critical processes, and communications. This book provides executives involved with the integration process with the tools they need, including checklists and assessment tools to develop, plan, and execute a successful merger. Whether new to the M&A process or a seasoned pro, the executive charged with key M&A responsibilities will benefit from this book's straightforward examples and non-technical presentation of information.
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